Servant leadership, psychological safety and knowledge sharing: a mediated model in the Omani government healthcare sector

Purpose This study examines the relationships among servant leadership, psychological safety and knowledge sharing among employees in a governmental healthcare organization in Oman. Based on social learning theory (Bandura, 1977), the study examines how servant leadership is associated with psychological safety and knowledge sharing within the hierarchical context of the Omani public healthcare sector. Design/methodology/approach A quantitative research design was utilized and the data were collected using a structured questionnaire administered to 158 frontline employees working in a governmental healthcare organization in Oman. Partial least squares structural equation modeling (PLS-SEM) was used to examine the measurement and structural models. Findings The findings show that servant leadership was positively associated with psychological safety and knowledge sharing, while psychological safety was positively associated with knowledge sharing. Moreover, psychological safety partially mediated the relationship between servant leadership and knowledge sharing. Research limitations/implications The study relies on self-reported data collected from a single governmental healthcare organization, which may limit the generalizability of the findings. In addition, the cross-sectional implications limit causal interpretation also therefore, future research could adopt longitudinal or multi-source designs. Practical implications Leaders in the public sector should consider adopting servant leadership behaviors that promote employee development, empathy, ethical conduct and constructive feedback, as these practices may strengthen psychological safety and facilitate knowledge sharing. Practical interventions may include leadership development programs, structured knowledge-sharing mechanisms and opportunities for cross-departmental collaboration within healthcare organizations. Social implications Enhancing psychological safety may strengthen openness, trust, collaboration and organizational learning among employees, thereby contributing to improved service quality and employee well-being within healthcare organizations. Originality/value This study extends the servant leadership literature by providing specific evidence from a governmental healthcare organization in Oman and by applying social learning theory to explain the mediating role of psychological safety in enhancing knowledge sharing within a hierarchical context in healthcare organizations.